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Welcome to the Library

Hello. Why don’t you pull up one of those nice comfy chairs. Go on, settle yourself down in front of the crackling fire, with a good cup of tea (or coffee, or something stronger, the choice is yours).

This is my virtual library where I list the books and articles that have sparked my interest and thoughts. I’m not intending to give a detailed review of these books. Rather, just to highlight points of interest.

If you’re looking for the list of references, then you should try here.

I hope you find the items in the library as interesting and thought inspiring as I have! If you’ve got any comments or suggestions of other books and articles, please let me know!

Not always co-creation: introducing interactional co-destruction of value in service-dominant logic

Plé, L., Cáceres, R. (2010)

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Research Paper
Abstract: Purpose – Noting that a fundamental tenet of service-dominant (S-D) logic is the co-creation of value-in-use, this paper aims to explore the theoretical possibility that the interactions between service systems cannot only co-create value, but also have adverse consequences leading to actual value co-destruction.Design/methodology/approach – This conceptual paper critically reviews the dominance of value co-creation and value-in-use in S-D logic. Noting the relative lack of research in the converse possibility, the study proposes and explores the implications of value co-destruction as a new concept which should be introduced within the framework of S-D logic.Findings – The study proposes a formal definition for the new proposed concept of value co-destruction. It describes in detail the process by which it occurs, showing that value can be co-destroyed through the interactions between different systems, resulting in value destruction-through-misuse. Indeed, value co-destruction occurs when a service system accidentally or intentionally misuses resources (its own resources and/or those of another service system) by acting in an inappropriate or unexpected manner.Research limitations/implications – This paper is purely conceptual and exploratory. Empirical examination of the theoretical findings regarding value-co-destruction is required. Possible avenues of interest for such empirical research of value co-destruction are suggested.Practical implications – Limiting the occurrence of misuse by aligning the mutual expectations of interacting service systems should reduce the risks of value co-destruction. Recovering from misuse should also be considered.Originality/value – This study is apparently the first to have introduced the notion of value co-destruction into the conceptual framework of S-D logic


“This study is apparently the first to have introduced the notion of value co-destruction into the conceptual framework of S-D logic.”
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Online servicescapes, trust, and purchase intentions

Harris, L. C., Goode, M. M. H. (2010)

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Research Paper
Early Thoughts
Abstract: Purpose – The purpose of this paper is to present and discuss a conceptual model of purchase intentions, trust, and e-servicescape that presents online physical environments as comprising three dimensions. It aims to develop and extend existing research into physical service environments through proposing, operationalizing, and testing a model of online servicescape.Design/methodology/approach – The study utilizes a survey approach to gather data regarding consumers' perceptions of online servicescape. Surveys were administered to 257 respondents regarding a broad range of web sites.Findings – A measure of e-servicescape is evaluated that comprises three dimensions and 52 items while relationships between the dimensions of e-servicescape, trust, and purchase intentions are described.Research limitations/implications – The first contribution of this study stems from the successful operationalization of a comprehensive multi-item (in total 52 items), multi-scale (nine scales), multi-dimensional (three) measure of e-servicescape. Second, a contribution is made through the finding that trust constitutes a key variable during online exchange. Third, we contribute insights into the antecedents of consumers' purchase intentions. Finally, the study reveals that consumers' interpretations of online environments exert a powerful influence over trust and purchase intentions.Originality/value – The findings of this study also have numerous implications for both services managers and internet developers. The findings supply valuable insights into which factors practitioners should focus their attention to better tailor their approaches. This study strongly endorses the view that the loyalty intentions of online customers are linked to the extent to which they trust the service provider.


looks at e-servicescapes
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Oslo Manual 2018, 4th Edition

OECD (2018)

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Research Paper
Abstract: The Oslo Manual provides guidelines for collecting and interpreting data data on innovation. It seeks to facilitate international comparability, and provides a platform for research and experimentation on innovation measurement. Its guidelines are principally intended to support national statistical offices and other producers of innovation data in designing, collecting, and publishing measures of innovation to meet a range of research and policy needs. In addition, the guidelines are also designed to be of direct value to users of information on innovation


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Passive innovation resistance: The curse of innovation? Investigating consequences for innovative consumer behavior

Heidenreich, S., Kraemer, T. (2015)

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Research Paper
Abstract: Empirical research reveals that many new products fail as a result of consumers’ passive resistance to innovation. Moreover, extant research suggests that high levels of stimulation induced by radical innovations even enhance negative effects of passive innovation resistance. However, empirical evidence for these propositions is still rare. Consequently, this study strives to enhance the current understanding (1) by investigating the inhibitory role of passive innovation resistance for different kinds of innovative consumer behaviors and (2) by examining the moderating role of perceived stimulation for effects of passive innovation resistance. Based on a large-scale empirical study (n = 681), we provide first empirical evidence that passive innovation resistance inhibits both consumers’ tendencies to engage in innovative behavior and actual new product adoption. Furthermore, the results confirm that perceived stimulation increases the negative effects of passive innovation resistance. Our findings contribute to the ongoing discussion on a possible pro-change bias in adoption literature and to the current understanding on how to develop and market innovations to reach market success.


“customer resistance is usually one of the most significant risks to innovation”
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Power-by-the-hour: The role of technology in reshaping business strategy at Rolls-Royce

Smith, D. J. (2013)

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Research Paper
Early Thoughts
Abstract: There is a recognised trend of manufacturing companies offering not only products, but also services and even complete solutions to business problems. Research has highlighted economic, market demand and competitiveness factors as responsible for the reshaping of business strategies that this has involved. This study analyses the extent to which another factor, technology, has been a significant factor in the switch from product oriented to service-oriented strategies. A case study of the aero engine manufacturer Rolls-Royce is used to analyse the impact of technology, which is found to have led manufacturers to reshape their business strategies. The study finds that developments in one technology in particular, namely digital electronics, have been a powerful enabling factor facilitating the implementation of service strategies. This provided original equipment manufacturers like Rolls-Royce with a competitive advantage relative to conventional service providers, by enabling them to acquire new knowledge management capabilities.


An interesting overview of rolls-Royce’s Power by the hour; and how technology allowed RR to reshape it’s business strategy.
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